IT and Knowledge M tManagement

Application of Scholarly-Practice-Leadership (SPL) Model(SPL) Model

Dr. Alain Nkoyock

W b it k k tWebsite: www.nkoyock.netBlog: http://blog.nkoyock.netEmail: alain.nkoyock@yahoo.comFollow me on LinkedIn, Facebook, and Twitter

Knowledge Management TheoryGuided by various perspectives• Information-processing theory• Organizational learning theory• Organizational learning theory • Knowledge creation • Dynamic capabilitiesy p• Resource-based theory of the firm/competitive advantage

The knowledge-based view of the firm• Draws upon the resourced-based view• Considers knowledge as a distinctively unique resource that

should be managedgThe resource-based view of competitive advantage• Suggests that organizations with valuable, unique and non-

substitutable resources gain sustainable competitive advantage and superior performance.

Knowledge Management: Definition (1/2)Process of acquiring knowledge from the organization or another source and turning it into explicit information that the employees can use to transform into their ownthe employees can use to transform into their own knowledge allowing them to create and increase organizational knowledgeAbility to create and manage a culture and structure that encourages and facilitates the creation, appropriate use, and sharing of knowledge to improve organizationalsharing of knowledge to improve organizational performance and effectivenessProcess that involves three elements: people, processes, p p , p ,and technologyProcess that comprises 9 activity classes:• 5 primary activities• 4 secondary activities.

Knowledge Management: Definition (2/2)Five primary classes of activities• Acquisition• Selection• Generation• Assimilation• Emission

Four secondary classes of activitiesMeasurementC t lControlCoordinationLeadershipLeadership

Knowledge Management Chain Modelg g

Data, Information, and KnowledgeKnowledge is not data or informationData is simply raw facts without contextInformation is data that comes with contextKnowledge is information that is contextual and relevant

f t ll ti bl b thi lik hof event, as well as actionable by something like human or agentKnowledge is information in actionKnowledge is information in action

DataDataInformationInformation

DataDataKnowledgeKnowledge

Knowledge can be: tacit, explicit, and embedded.

Knowledge Management, Decision Making and InnovationMaking, and InnovationThe optimal use of corporate knowledge assets is a fuel that dri es a firm’s engine of inno ationdrives a firm’s engine of innovationThe knowledge needs of decision makers drive the knowledge derivation processknowledge derivation processDecision makers use online analytical processing (OLAP) applications (Executive information systems, Expert systems, Agent-based modeling, Data mining, and Decision support systems).

Decision Making Phases KM Activities Basic Tasksg

IntelligenceAcquisition

Recognizing a need; Gathering knowledgeSelectionDesign

Generation Developing alternatives; Choosing an Choice p g galternative

ImplementationAssimilation

Putting choice into action; Alerting affected others about choice

Emission

KM and Operational NeedsProcess workers perform day-to-day operations following specific business operational needsThese operational systems demand procedural specificity and support corporate mission-critical processesP k O li t ti i (OLTP)Process workers use Online transaction processing (OLTP) systems /Transaction processing systems (TPS)Examples of OLTPs: airline customer reservation systems,Examples of OLTPs: airline customer reservation systems, online banking systems, financial applications, payroll, manufacturing, inventory and human resources.

Knowledge Management Systems (KMS)KM involves people, processes, and technologyTechnology part of KM design finds its origins in knowledge-based systems and information systemsKMS was initially used mainly in intranet development and business process re-engineering (BPR)business process re-engineering (BPR).

Information Systems & Knowledge-

based systemsPeople (Tacit,

Explicit , & Embedded Knowledge)

y

People (Leadership & Management)

Processes

Core Processes

CP1 CP2 CP3

Value Creation

Knowledge Management Systems (KMS)g g y ( )

Thanks

Dr. Alain Nkoyock

W b it k k tWebsite: www.nkoyock.netBlog: http://blog.nkoyock.net

Email: alain.nkoyock@yahoo.comFollow me on LinkedIn, Facebook, and Twitter